Relational change :: the art and practice of changing organisations /
This book explains dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. --
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
London ; New York :
Bloomsbury Business, an imprint of Bloomsbury Publishing Plc,
2016.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | This book explains dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. -- |
| Beschreibung: | 1 online resource |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781472932655 147293265X 9781472932686 1472932684 9781472932662 1472932668 |
Internformat
MARC
| LEADER | 00000cam a2200000 i 4500 | ||
|---|---|---|---|
| 001 | ZDB-4-EBA-ocn961098752 | ||
| 003 | OCoLC | ||
| 005 | 20241004212047.0 | ||
| 006 | m o d | ||
| 007 | cr ||||||||||| | ||
| 008 | 161021s2016 enk ob 001 0 eng | ||
| 010 | |a 2016048640 | ||
| 040 | |a DLC |b eng |e rda |c DLC |d OCLCO |d EBLCP |d YDX |d IDB |d OCLCF |d ESU |d U3W |d LIV |d OCLCL |d SXB |d OCLCO | ||
| 019 | |a 965148091 |a 965167507 |a 1151183590 |a 1255870320 |a 1255871742 | ||
| 020 | |a 9781472932655 |q (ePub) | ||
| 020 | |a 147293265X | ||
| 020 | |a 9781472932686 |q (ePDF) | ||
| 020 | |a 1472932684 | ||
| 020 | |a 9781472932662 |q (eXML) | ||
| 020 | |a 1472932668 | ||
| 020 | |z 9781472932679 |q (hardback) | ||
| 035 | |a (OCoLC)961098752 |z (OCoLC)965148091 |z (OCoLC)965167507 |z (OCoLC)1151183590 |z (OCoLC)1255870320 |z (OCoLC)1255871742 | ||
| 042 | |a pcc | ||
| 050 | 0 | 0 | |a HM796 |
| 082 | 7 | |a 658 |2 23 | |
| 049 | |a MAIN | ||
| 100 | 1 | |a Wiggins, Liz, |e author. | |
| 245 | 1 | 0 | |a Relational change : |b the art and practice of changing organisations / |c Liz Wiggins and Harriet Hunter. |
| 264 | 1 | |a London ; |a New York : |b Bloomsbury Business, an imprint of Bloomsbury Publishing Plc, |c 2016. | |
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b n |2 rdamedia | ||
| 338 | |a online resource |b nc |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 588 | |a Description based on print version record and CIP data provided by publisher. | ||
| 505 | 0 | |a FC; Praise; Half title; Title; Copyright; Contents; Acknowledgements; Introduction; Why did we write this book? A view from the authors; Part I; 1 Seeing organizations differently; A few words of introduction; Frustrations with change and a practical response; The machine metaphor; The organism metaphor; Organizations as complex responsive processes; Change through the lens of complex responsive processes; How seeing organizations differently informs relational change; A postscript for those who like philosophy; Questions for further reflection. | |
| 505 | 8 | |a 2 Seeing change differently: The art of choosing your approachMultiple perspectives on change; Introducing directive and facilitative approaches to change; Working with polarities; Relational change as art not science; Questions for further reflection; 3 The dynamics of relational change: To push or to pull?; The old rhetoric of engaging others in change; Introducing 'push' and 'pull'; Creating dialogue or allowing debate; Creating zones of safe uncertainty; A word about theories and models; Questions for further reflection; 4 Organizational agility: Working well with politics. | |
| 505 | 8 | |a Why are politics inevitable in organizations?Introducing the front stage and back stage; Reframing politics as organizational agility; Who you need to influence and how: Stakeholder mapping; Understanding your own -- and others' -- political style; Politics is neutral: It's all about your intent; Questions for further reflection; 5 Symbolic acts and small gestures: Recognizing and shifting power dynamics; Understanding the way power is constructed; Understanding your own sources of power; Analysing your own sources of power in relation to different people. | |
| 505 | 8 | |a Shifting and moderating power through small gesturesEmbedded power; Understanding culture in more detail; The power of numbers; Questions for further reflection; 6 Recognizing and working well with emotions; The role of emotions in change; Understanding your own Personal Drivers; The change curve -- the emotions evoked by loss; Practical actions to mitigate the risks of ignoring emotions; Working with transitions; Recognizing how you might feel as the leader of change; Changing the mood -- a brief introduction to Appreciative Inquiry; Questions for further reflection. | |
| 505 | 8 | |a 7 Re-imagining meetings: How to encourage dialogue and thinking togetherThe choices that make the difference; Designing the day; More detail on useful group exercises; Questions for further reflection; 8 Working well with people 'in the moment'; The core skills of listening, presence and suspending; Understanding more about own default settings; Transactional Analysis (TA); Responses to conflict; From difficult conversations to honest conversations; In the moment in meetings and group situations; What's going on with the group? A beginner's guide to group dynamics; In summary. | |
| 520 | |a This book explains dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. -- |c Edited summary from book. | ||
| 650 | 0 | |a Organizational change. |0 http://id.loc.gov/authorities/subjects/sh85095525 | |
| 650 | 0 | |a Organizational behavior. |0 http://id.loc.gov/authorities/subjects/sh85095524 | |
| 650 | 6 | |a Changement organisationnel. | |
| 650 | 6 | |a Comportement organisationnel. | |
| 650 | 7 | |a Organizational behavior |2 fast | |
| 650 | 7 | |a Organizational change |2 fast | |
| 655 | 4 | |a Electronic book. | |
| 700 | 1 | |a Hunter, Harriet, |d 1972- |e author. |1 https://id.oclc.org/worldcat/entity/E39PCjCWgMr7TP3d9w4qqkc773 |0 http://id.loc.gov/authorities/names/n2016057508 | |
| 758 | |i has work: |a Relational change (Text) |1 https://id.oclc.org/worldcat/entity/E39PCFQdH3kmpRXhYFhXDgRc4C |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Wiggins, Liz, author. |t Relational change |d London ; New York, NY : Bloomsbury Business, 2016 |z 9781472932679 |w (DLC) 2016035463 |
| 856 | 4 | 0 | |l FWS01 |p ZDB-4-EBA |q FWS_PDA_EBA |u https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1423150 |3 Volltext |
| 938 | |a Askews and Holts Library Services |b ASKH |n AH32111325 | ||
| 938 | |a Askews and Holts Library Services |b ASKH |n AH32111326 | ||
| 938 | |a EBSCOhost |b EBSC |n 1423150 | ||
| 938 | |a ProQuest MyiLibrary Digital eBook Collection |b IDEB |n cis36842021 | ||
| 938 | |a EBL - Ebook Library |b EBLB |n EBL4750549 | ||
| 938 | |a YBP Library Services |b YANK |n 13284067 | ||
| 994 | |a 92 |b GEBAY | ||
| 912 | |a ZDB-4-EBA | ||
| 049 | |a DE-863 | ||
Datensatz im Suchindex
| DE-BY-FWS_katkey | ZDB-4-EBA-ocn961098752 |
|---|---|
| _version_ | 1816882366333845504 |
| adam_text | |
| any_adam_object | |
| author | Wiggins, Liz Hunter, Harriet, 1972- |
| author_GND | http://id.loc.gov/authorities/names/n2016057508 |
| author_facet | Wiggins, Liz Hunter, Harriet, 1972- |
| author_role | aut aut |
| author_sort | Wiggins, Liz |
| author_variant | l w lw h h hh |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HM796 |
| callnumber-raw | HM796 |
| callnumber-search | HM796 |
| callnumber-sort | HM 3796 |
| callnumber-subject | HM - Sociology |
| collection | ZDB-4-EBA |
| contents | FC; Praise; Half title; Title; Copyright; Contents; Acknowledgements; Introduction; Why did we write this book? A view from the authors; Part I; 1 Seeing organizations differently; A few words of introduction; Frustrations with change and a practical response; The machine metaphor; The organism metaphor; Organizations as complex responsive processes; Change through the lens of complex responsive processes; How seeing organizations differently informs relational change; A postscript for those who like philosophy; Questions for further reflection. 2 Seeing change differently: The art of choosing your approachMultiple perspectives on change; Introducing directive and facilitative approaches to change; Working with polarities; Relational change as art not science; Questions for further reflection; 3 The dynamics of relational change: To push or to pull?; The old rhetoric of engaging others in change; Introducing 'push' and 'pull'; Creating dialogue or allowing debate; Creating zones of safe uncertainty; A word about theories and models; Questions for further reflection; 4 Organizational agility: Working well with politics. Why are politics inevitable in organizations?Introducing the front stage and back stage; Reframing politics as organizational agility; Who you need to influence and how: Stakeholder mapping; Understanding your own -- and others' -- political style; Politics is neutral: It's all about your intent; Questions for further reflection; 5 Symbolic acts and small gestures: Recognizing and shifting power dynamics; Understanding the way power is constructed; Understanding your own sources of power; Analysing your own sources of power in relation to different people. Shifting and moderating power through small gesturesEmbedded power; Understanding culture in more detail; The power of numbers; Questions for further reflection; 6 Recognizing and working well with emotions; The role of emotions in change; Understanding your own Personal Drivers; The change curve -- the emotions evoked by loss; Practical actions to mitigate the risks of ignoring emotions; Working with transitions; Recognizing how you might feel as the leader of change; Changing the mood -- a brief introduction to Appreciative Inquiry; Questions for further reflection. 7 Re-imagining meetings: How to encourage dialogue and thinking togetherThe choices that make the difference; Designing the day; More detail on useful group exercises; Questions for further reflection; 8 Working well with people 'in the moment'; The core skills of listening, presence and suspending; Understanding more about own default settings; Transactional Analysis (TA); Responses to conflict; From difficult conversations to honest conversations; In the moment in meetings and group situations; What's going on with the group? A beginner's guide to group dynamics; In summary. |
| ctrlnum | (OCoLC)961098752 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>05937cam a2200673 i 4500</leader><controlfield tag="001">ZDB-4-EBA-ocn961098752</controlfield><controlfield tag="003">OCoLC</controlfield><controlfield tag="005">20241004212047.0</controlfield><controlfield tag="006">m o d </controlfield><controlfield tag="007">cr |||||||||||</controlfield><controlfield tag="008">161021s2016 enk ob 001 0 eng </controlfield><datafield tag="010" ind1=" " ind2=" "><subfield code="a"> 2016048640</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DLC</subfield><subfield code="b">eng</subfield><subfield code="e">rda</subfield><subfield code="c">DLC</subfield><subfield code="d">OCLCO</subfield><subfield code="d">EBLCP</subfield><subfield code="d">YDX</subfield><subfield code="d">IDB</subfield><subfield code="d">OCLCF</subfield><subfield code="d">ESU</subfield><subfield code="d">U3W</subfield><subfield code="d">LIV</subfield><subfield code="d">OCLCL</subfield><subfield code="d">SXB</subfield><subfield code="d">OCLCO</subfield></datafield><datafield tag="019" ind1=" " ind2=" "><subfield code="a">965148091</subfield><subfield code="a">965167507</subfield><subfield code="a">1151183590</subfield><subfield code="a">1255870320</subfield><subfield code="a">1255871742</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781472932655</subfield><subfield code="q">(ePub)</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">147293265X</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781472932686</subfield><subfield code="q">(ePDF)</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">1472932684</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781472932662</subfield><subfield code="q">(eXML)</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">1472932668</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="z">9781472932679</subfield><subfield code="q">(hardback)</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)961098752</subfield><subfield code="z">(OCoLC)965148091</subfield><subfield code="z">(OCoLC)965167507</subfield><subfield code="z">(OCoLC)1151183590</subfield><subfield code="z">(OCoLC)1255870320</subfield><subfield code="z">(OCoLC)1255871742</subfield></datafield><datafield tag="042" ind1=" " ind2=" "><subfield code="a">pcc</subfield></datafield><datafield tag="050" ind1="0" ind2="0"><subfield code="a">HM796</subfield></datafield><datafield tag="082" ind1="7" ind2=" "><subfield code="a">658</subfield><subfield code="2">23</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">MAIN</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Wiggins, Liz,</subfield><subfield code="e">author.</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Relational change :</subfield><subfield code="b">the art and practice of changing organisations /</subfield><subfield code="c">Liz Wiggins and Harriet Hunter.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">London ;</subfield><subfield code="a">New York :</subfield><subfield code="b">Bloomsbury Business, an imprint of Bloomsbury Publishing Plc,</subfield><subfield code="c">2016.</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 online resource</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">computer</subfield><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">online resource</subfield><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="504" ind1=" " ind2=" "><subfield code="a">Includes bibliographical references and index.</subfield></datafield><datafield tag="588" ind1=" " ind2=" "><subfield code="a">Description based on print version record and CIP data provided by publisher.</subfield></datafield><datafield tag="505" ind1="0" ind2=" "><subfield code="a">FC; Praise; Half title; Title; Copyright; Contents; Acknowledgements; Introduction; Why did we write this book? A view from the authors; Part I; 1 Seeing organizations differently; A few words of introduction; Frustrations with change and a practical response; The machine metaphor; The organism metaphor; Organizations as complex responsive processes; Change through the lens of complex responsive processes; How seeing organizations differently informs relational change; A postscript for those who like philosophy; Questions for further reflection.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">2 Seeing change differently: The art of choosing your approachMultiple perspectives on change; Introducing directive and facilitative approaches to change; Working with polarities; Relational change as art not science; Questions for further reflection; 3 The dynamics of relational change: To push or to pull?; The old rhetoric of engaging others in change; Introducing 'push' and 'pull'; Creating dialogue or allowing debate; Creating zones of safe uncertainty; A word about theories and models; Questions for further reflection; 4 Organizational agility: Working well with politics.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Why are politics inevitable in organizations?Introducing the front stage and back stage; Reframing politics as organizational agility; Who you need to influence and how: Stakeholder mapping; Understanding your own -- and others' -- political style; Politics is neutral: It's all about your intent; Questions for further reflection; 5 Symbolic acts and small gestures: Recognizing and shifting power dynamics; Understanding the way power is constructed; Understanding your own sources of power; Analysing your own sources of power in relation to different people.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Shifting and moderating power through small gesturesEmbedded power; Understanding culture in more detail; The power of numbers; Questions for further reflection; 6 Recognizing and working well with emotions; The role of emotions in change; Understanding your own Personal Drivers; The change curve -- the emotions evoked by loss; Practical actions to mitigate the risks of ignoring emotions; Working with transitions; Recognizing how you might feel as the leader of change; Changing the mood -- a brief introduction to Appreciative Inquiry; Questions for further reflection.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7 Re-imagining meetings: How to encourage dialogue and thinking togetherThe choices that make the difference; Designing the day; More detail on useful group exercises; Questions for further reflection; 8 Working well with people 'in the moment'; The core skills of listening, presence and suspending; Understanding more about own default settings; Transactional Analysis (TA); Responses to conflict; From difficult conversations to honest conversations; In the moment in meetings and group situations; What's going on with the group? A beginner's guide to group dynamics; In summary.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">This book explains dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. --</subfield><subfield code="c">Edited summary from book.</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Organizational change.</subfield><subfield code="0">http://id.loc.gov/authorities/subjects/sh85095525</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Organizational behavior.</subfield><subfield code="0">http://id.loc.gov/authorities/subjects/sh85095524</subfield></datafield><datafield tag="650" ind1=" " ind2="6"><subfield code="a">Changement organisationnel.</subfield></datafield><datafield tag="650" ind1=" " ind2="6"><subfield code="a">Comportement organisationnel.</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Organizational behavior</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Organizational change</subfield><subfield code="2">fast</subfield></datafield><datafield tag="655" ind1=" " ind2="4"><subfield code="a">Electronic book.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Hunter, Harriet,</subfield><subfield code="d">1972-</subfield><subfield code="e">author.</subfield><subfield code="1">https://id.oclc.org/worldcat/entity/E39PCjCWgMr7TP3d9w4qqkc773</subfield><subfield code="0">http://id.loc.gov/authorities/names/n2016057508</subfield></datafield><datafield tag="758" ind1=" " ind2=" "><subfield code="i">has work:</subfield><subfield code="a">Relational change (Text)</subfield><subfield code="1">https://id.oclc.org/worldcat/entity/E39PCFQdH3kmpRXhYFhXDgRc4C</subfield><subfield code="4">https://id.oclc.org/worldcat/ontology/hasWork</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Print version:</subfield><subfield code="a">Wiggins, Liz, author.</subfield><subfield code="t">Relational change</subfield><subfield code="d">London ; New York, NY : Bloomsbury Business, 2016</subfield><subfield code="z">9781472932679</subfield><subfield code="w">(DLC) 2016035463</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="l">FWS01</subfield><subfield code="p">ZDB-4-EBA</subfield><subfield code="q">FWS_PDA_EBA</subfield><subfield code="u">https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1423150</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">Askews and Holts Library Services</subfield><subfield code="b">ASKH</subfield><subfield code="n">AH32111325</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">Askews and Holts Library Services</subfield><subfield code="b">ASKH</subfield><subfield code="n">AH32111326</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">EBSCOhost</subfield><subfield code="b">EBSC</subfield><subfield code="n">1423150</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">ProQuest MyiLibrary Digital eBook Collection</subfield><subfield code="b">IDEB</subfield><subfield code="n">cis36842021</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">EBL - Ebook Library</subfield><subfield code="b">EBLB</subfield><subfield code="n">EBL4750549</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">YBP Library Services</subfield><subfield code="b">YANK</subfield><subfield code="n">13284067</subfield></datafield><datafield tag="994" ind1=" " ind2=" "><subfield code="a">92</subfield><subfield code="b">GEBAY</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-4-EBA</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-863</subfield></datafield></record></collection> |
| genre | Electronic book. |
| genre_facet | Electronic book. |
| id | ZDB-4-EBA-ocn961098752 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-27T13:27:28Z |
| institution | BVB |
| isbn | 9781472932655 147293265X 9781472932686 1472932684 9781472932662 1472932668 |
| language | English |
| lccn | 2016048640 |
| oclc_num | 961098752 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource |
| psigel | ZDB-4-EBA |
| publishDate | 2016 |
| publishDateSearch | 2016 |
| publishDateSort | 2016 |
| publisher | Bloomsbury Business, an imprint of Bloomsbury Publishing Plc, |
| record_format | marc |
| spelling | Wiggins, Liz, author. Relational change : the art and practice of changing organisations / Liz Wiggins and Harriet Hunter. London ; New York : Bloomsbury Business, an imprint of Bloomsbury Publishing Plc, 2016. 1 online resource text txt rdacontent computer n rdamedia online resource nc rdacarrier Includes bibliographical references and index. Description based on print version record and CIP data provided by publisher. FC; Praise; Half title; Title; Copyright; Contents; Acknowledgements; Introduction; Why did we write this book? A view from the authors; Part I; 1 Seeing organizations differently; A few words of introduction; Frustrations with change and a practical response; The machine metaphor; The organism metaphor; Organizations as complex responsive processes; Change through the lens of complex responsive processes; How seeing organizations differently informs relational change; A postscript for those who like philosophy; Questions for further reflection. 2 Seeing change differently: The art of choosing your approachMultiple perspectives on change; Introducing directive and facilitative approaches to change; Working with polarities; Relational change as art not science; Questions for further reflection; 3 The dynamics of relational change: To push or to pull?; The old rhetoric of engaging others in change; Introducing 'push' and 'pull'; Creating dialogue or allowing debate; Creating zones of safe uncertainty; A word about theories and models; Questions for further reflection; 4 Organizational agility: Working well with politics. Why are politics inevitable in organizations?Introducing the front stage and back stage; Reframing politics as organizational agility; Who you need to influence and how: Stakeholder mapping; Understanding your own -- and others' -- political style; Politics is neutral: It's all about your intent; Questions for further reflection; 5 Symbolic acts and small gestures: Recognizing and shifting power dynamics; Understanding the way power is constructed; Understanding your own sources of power; Analysing your own sources of power in relation to different people. Shifting and moderating power through small gesturesEmbedded power; Understanding culture in more detail; The power of numbers; Questions for further reflection; 6 Recognizing and working well with emotions; The role of emotions in change; Understanding your own Personal Drivers; The change curve -- the emotions evoked by loss; Practical actions to mitigate the risks of ignoring emotions; Working with transitions; Recognizing how you might feel as the leader of change; Changing the mood -- a brief introduction to Appreciative Inquiry; Questions for further reflection. 7 Re-imagining meetings: How to encourage dialogue and thinking togetherThe choices that make the difference; Designing the day; More detail on useful group exercises; Questions for further reflection; 8 Working well with people 'in the moment'; The core skills of listening, presence and suspending; Understanding more about own default settings; Transactional Analysis (TA); Responses to conflict; From difficult conversations to honest conversations; In the moment in meetings and group situations; What's going on with the group? A beginner's guide to group dynamics; In summary. This book explains dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. -- Edited summary from book. Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational behavior. http://id.loc.gov/authorities/subjects/sh85095524 Changement organisationnel. Comportement organisationnel. Organizational behavior fast Organizational change fast Electronic book. Hunter, Harriet, 1972- author. https://id.oclc.org/worldcat/entity/E39PCjCWgMr7TP3d9w4qqkc773 http://id.loc.gov/authorities/names/n2016057508 has work: Relational change (Text) https://id.oclc.org/worldcat/entity/E39PCFQdH3kmpRXhYFhXDgRc4C https://id.oclc.org/worldcat/ontology/hasWork Print version: Wiggins, Liz, author. Relational change London ; New York, NY : Bloomsbury Business, 2016 9781472932679 (DLC) 2016035463 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1423150 Volltext |
| spellingShingle | Wiggins, Liz Hunter, Harriet, 1972- Relational change : the art and practice of changing organisations / FC; Praise; Half title; Title; Copyright; Contents; Acknowledgements; Introduction; Why did we write this book? A view from the authors; Part I; 1 Seeing organizations differently; A few words of introduction; Frustrations with change and a practical response; The machine metaphor; The organism metaphor; Organizations as complex responsive processes; Change through the lens of complex responsive processes; How seeing organizations differently informs relational change; A postscript for those who like philosophy; Questions for further reflection. 2 Seeing change differently: The art of choosing your approachMultiple perspectives on change; Introducing directive and facilitative approaches to change; Working with polarities; Relational change as art not science; Questions for further reflection; 3 The dynamics of relational change: To push or to pull?; The old rhetoric of engaging others in change; Introducing 'push' and 'pull'; Creating dialogue or allowing debate; Creating zones of safe uncertainty; A word about theories and models; Questions for further reflection; 4 Organizational agility: Working well with politics. Why are politics inevitable in organizations?Introducing the front stage and back stage; Reframing politics as organizational agility; Who you need to influence and how: Stakeholder mapping; Understanding your own -- and others' -- political style; Politics is neutral: It's all about your intent; Questions for further reflection; 5 Symbolic acts and small gestures: Recognizing and shifting power dynamics; Understanding the way power is constructed; Understanding your own sources of power; Analysing your own sources of power in relation to different people. Shifting and moderating power through small gesturesEmbedded power; Understanding culture in more detail; The power of numbers; Questions for further reflection; 6 Recognizing and working well with emotions; The role of emotions in change; Understanding your own Personal Drivers; The change curve -- the emotions evoked by loss; Practical actions to mitigate the risks of ignoring emotions; Working with transitions; Recognizing how you might feel as the leader of change; Changing the mood -- a brief introduction to Appreciative Inquiry; Questions for further reflection. 7 Re-imagining meetings: How to encourage dialogue and thinking togetherThe choices that make the difference; Designing the day; More detail on useful group exercises; Questions for further reflection; 8 Working well with people 'in the moment'; The core skills of listening, presence and suspending; Understanding more about own default settings; Transactional Analysis (TA); Responses to conflict; From difficult conversations to honest conversations; In the moment in meetings and group situations; What's going on with the group? A beginner's guide to group dynamics; In summary. Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational behavior. http://id.loc.gov/authorities/subjects/sh85095524 Changement organisationnel. Comportement organisationnel. Organizational behavior fast Organizational change fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85095525 http://id.loc.gov/authorities/subjects/sh85095524 |
| title | Relational change : the art and practice of changing organisations / |
| title_auth | Relational change : the art and practice of changing organisations / |
| title_exact_search | Relational change : the art and practice of changing organisations / |
| title_full | Relational change : the art and practice of changing organisations / Liz Wiggins and Harriet Hunter. |
| title_fullStr | Relational change : the art and practice of changing organisations / Liz Wiggins and Harriet Hunter. |
| title_full_unstemmed | Relational change : the art and practice of changing organisations / Liz Wiggins and Harriet Hunter. |
| title_short | Relational change : |
| title_sort | relational change the art and practice of changing organisations |
| title_sub | the art and practice of changing organisations / |
| topic | Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational behavior. http://id.loc.gov/authorities/subjects/sh85095524 Changement organisationnel. Comportement organisationnel. Organizational behavior fast Organizational change fast |
| topic_facet | Organizational change. Organizational behavior. Changement organisationnel. Comportement organisationnel. Organizational behavior Organizational change Electronic book. |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1423150 |
| work_keys_str_mv | AT wigginsliz relationalchangetheartandpracticeofchangingorganisations AT hunterharriet relationalchangetheartandpracticeofchangingorganisations |